Project Examples
These project examples provide detailed insight into my working methods and the results I have achieved. They illustrate how clear processes and strategic alignment can be used to find sustainable solutions to complex recruiting challenges.
Realignment of the talent acquisition organization of a financial services provider. Introduction of clear governance structures and service level logic to increase efficiency and collaboration with specialist departments.
Development of a global TA Operating Model in an international Matrix Organization. Establishment of Governance and CoE structures and introduction of a scalable recruiting platform for global management.
Selection, implementation, and customization of a group-wide e-recruiting infrastructure in a multi-brand organization. Standardization of recruiting processes and establishment of a uniform data and reporting structure.
Development of a group-wide employer brand architecture in a decentralized medtech organization. Shaping EVP, strategic narrative, and global guidelines for consistent employer positioning.
Design and implementation of a retention and acquisition concept for bottleneck profiles.
Development and implementation of effective social media tools, including content production and analytics.
Banking: Strategic realignment of recruiting
Context
A financial services provider with around 6,000 employees in the DACH region, heavily regulated, with high recruitment needs in IT, business, and customer consulting.
CHALLENGE
The talent acquisition organization was operationally overloaded, processes were inefficient, process times were long, and cooperation with internal customers was becoming increasingly strained. Recruiting was primarily reactive, with no clear prioritization, control, or transparency regarding performance.
My role
Head of Talent Acquisition & Young Talents, Member of the HR leadership team with overall responsibility for strategy, organization, processes, and performance.
WHAT WE DID
Analysis of existing recruiting structure and workflows, introduction of clear roles, responsibilities, and service level agreements (SLAs). Redesign of end-to-end processes from requirement notification to contract conclusion, establishment of a KPI system to manage capacities, priorities, and quality.
Result
Significant reduction in workload for the team with a measurable increase in efficiency. Time-to-hire was reduced by around 40%, collaboration with specialist departments improved significantly, and recruiting was established as a controllable business function.
Key Learning
Recruiting does not scale through more resources, but through clear processes, governance, and prioritization.
MedTech: Building a global Talent Acquisition Organization
Context
An internationally active medical technology company with around 3,000 employees, decentralized management, and organized in a classic matrix structure with local HR teams in each country.
CHALLENGE
Recruiting was historically organized locally, assigned to the global TA function in terms of expertise, but hierarchically anchored in the respective country HR organizations. Processes, roles, and quality standards varied greatly between regions and business units. There was a lack of overarching governance, a common control logic, and a coordinating body at the global level.
MY ROLE
Global Head of Talent Acquisition & Employer Branding mit Verantwortung für die strategische Neuausrichtung der globalen TA-Funktion in einer komplexen Matrixorganisation.
WHAT WE DID
Development of a global Talent Acquisition Operating Model including a clear governance structure, role descriptions, and interfaces between the global TA function and local HR teams. Establishment of a central CoE support function that supports country organizations with training, tools, standards, and best practices. Introduction of global process standards, KPI logic, and a scalable e-recruiting platform as a common technological basis.
REsult
A globally coordinated TA operating model with clear technical control, uniform standards, and transparent performance. Local organizations remained operationally responsible but, for the first time, were able to draw on a professional, globally coordinated support and governance structure.
Key Learning
In matrix organizations, TA does not work through centralization, but through clear governance, CoE structures, and professional enablement logic.
Automotive: Recruiting Transformation through a group-wide ATS
Context
An international automotive group with around 35,000 employees, several brands and business areas, and highly decentralized HR and recruiting structures.
CHALLENGE
Recruitment was conducted within individual units using various systems, processes, and tools. There was no uniform e-recruiting system, no consistent database, and no comparable performance management. The candidate experience was inconsistent; the technical quality was inadequate; and, despite substantial investments, the number of applicants fell short of expectations.
My Role
Project management for the group-wide introduction of a comprehensive recruiting platform, responsible for conception, process design, tool selection, implementation at the individual group companies, and organization and execution of training courses.
WHAT WE DID
Evaluation of the existing recruiting landscape and definition of a group-wide target vision for e-recruiting. Management of a structured selection process for a central ATS, including technical requirements, market analysis, and decision-making basis for management. Responsibility for the implementation of the system within the group, including process design, training concepts, rollout strategy, and operational management of ongoing operations.
RESULT
A unified, group-wide recruiting system with standardized processes, improved data quality, and significantly increased user acceptance. The number of applicants received increased sustainably by over 20% per year, while the candidate experience improved significantly. Enabling hyper growth from 35'000 to 80'000 employees in 8 years.
Key Learning
Recruiting technology is not an IT project—it is an organizational and transformation project with a strong impact on business performance.
MedTech: Establishing a Global Employer Brand Architecture
Context
An international medical technology company with around 5,000 employees, several brands, and highly decentralized marketing and HR structures.
CHALLENGE
Business units and countries operated employer branding independently. There was no global control, no global positioning, no EVP, and no consistent employer messaging. Despite high visibility, the impact on recruiting was limited and difficult to measure.
MY Role
Global Head of Talent Acquisition & Employer Branding, responsible for strategic realignment of employer positioning at group level.
WHAT WE DID
Development of a group-wide Employer Value Proposition (EVP) as a strategic foundation for all recruiting activities. Derivation of central narratives and core messages, development of a modular employer brand architecture including guidelines, templates, digital assets, and toolkits for the country organizations. Introduction of measurement tools to evaluate reach, usage, and recruiting impact.
RESULT
A globally consistent, locally adaptable employer brand with clear positioning and high recognition. For the first time, the country organizations were able to draw on a professional, strategically managed Employer Brand structure that systematically supports recruiting.
Key Learning
Employer Branding only works sustainably if it is conceived as a strategic system rather than a communication campaign.
Automotive: Development of a Talent Relationship Management Model
Context
An international automotive group with around 60,000 employees, experiencing strong growth and facing high recruitment pressure for specialist roles that are critical to its success.
CHALLENGE
Traditional recruiting reached its limits. The market for certain key profiles was highly competitive, and applications arrived too late or were of insufficient quality. There was no systematic approach to long-term relationship management with relevant target groups.
MY ROLE
Project Management for the design and implementation of an effective Talent Relationship Management concept into the existing recruiting infrastructure.
WHAT WE DID
Development of a group-wide Talent Relationship Management concept for defined target groups. Integration of the concept directly into the existing e-recruiting system, including specific processes, roles, and workflows. Creation of a new role profile (“Talent Relationship Manager”) and development of corresponding training and management tools.
RESULT
A strategic pipelining approach for roles critical to success significantly improved candidate relationships and sustainable access to specialized talent markets. Recruiting has been developed from a reactive to a proactive function.
Key Learning
In tight labor markets, not only speed determines recruiting success, but rather successful relationship management with top talent.
Insurance: Social Media Toolbox for Employer Branding
Context
An insurance company with around 6,000 employees, high competitive pressure in the labor market, and the growing importance of digital channels.
CHALLENGE
The use of social media in recruiting was limited, fragmented, and not very strategic. The existing career channels achieved significantly lower reach and interaction than the company's product and marketing channels.
MY ROLE
Head of Employer Branding & Recruiting, responsible for digital recruiting strategies and HR communications.
WHAT WE DID
Development of an integrated Social Media and Social Recruiting strategy, including channel prioritization, content logic, and governance model. Establishment of internal corporate influencer approaches, development of training courses for HR and staff, and introduction of clear guidelines for content and interaction.
RESULT
Significant increase in reach and interaction rates on career channels. For the first time, recruiting profiles achieved higher performance values than traditional product channels and became a central component of the employer brand strategy.
Key Learning
Social Recruiting does not work through individual posts, but through clear strategies, ownership, and enablement of the organization.